This innovation leadership study carried out jointly by IESE Business School and Capgemini Consulting is Capgemini’s third report in the innovation leader versus laggard series. It aims to understand how those leading and managing innovation in their organizations think about the innovation function and offers an insider perspective into both the formal and informal mechanisms for managing innovation. It covers five key areas that affect a company’s innovation success: the innovation function, innovation strategy and innovation governance (formal mechanisms), innovation leadership and innovation culture (informal mechanisms). The study offers a unique perspective by looking at the differences in behavior of innovation leaders versus laggards across these key areas - allowing to uncover good practices in managing innovation. Read more »
The elements that make up a truly innovative company are many: a focused innovation strategy, a winning overall business strategy, deep customer insight, great talent, and the right set of capabilities to achieve successful execution. More important than any of the individual elements, however, is the role played by corporate culture - the organization's self-sustaining patterns of behaving, feeling, thinking, and believing - in tying them all together. Yet according to the results of this year's Global Innovation 1000 study, only about half of all companies say their corporate culture robustly supports their innovation strategy. Moreover, about the same proportion say their innovation strategy is inadequately aligned with their overall corporate strategy. Read more »
In our client assignments we very often work at the leading edge of innovation management helping to develop new approaches and tools, and so we have a good view of the current "state-of-the art". But what can we expect in the next 10 years? What key trends do we see in the way companies are managing innovation? What approaches and concepts are going to be ground-breaking, and what will this mean for business leaders?
To help answer these questions we launched a new survey of the opinions and perspectives of nearly 100 Chief Technology Officers (CTO) and Chief Innovation Officers (CIO) from around the world. We collated opinions from Arthur D. Little's own internal network of innovation management practitioners. And we also canvassed the views of some distinguished international experts and academics in innovation management. We are very grateful for their insights and contributions. Read more »
On July 19, 1588, a beacon atop a hill on the coast of England sent out a signal, setting off a sequence of events that was to change the course of Western history. One of the greatest armadas ever assembled had just been sighted in the English Channel. The fleet stretched for more than seven miles and had 130 ships and more than 30,000 men. The Spanish were coming! Read more »
As companies begin to refocus on growth, innovation has once again become a priority: in a recent McKinsey Global Survey,1 84 percent of executives say innovation is extremely or very important to their companies’ growth strategy. The results also show that the approach companies use to generate good ideas and turn them into products and services has changed little since before the crisis, and not because executives thought what they were doing worked perfectly. Further, many of the challenges—finding the right talent, encouraging collaboration and risk taking, organizing the innovation process from beginning to end—are remarkably consistent. Indeed, surveys over the past few years suggest that the core barriers to successful innovation haven’t changed, and companies have made little progress in surmounting them. Read more »
The Boston Consulting Group, working in partnership with BusinessWeek, recently completed its seventh annual global survey of senior executives on their innovation practices. This report summarizes that survey's results. It covers the full suite of interrelated activities involved in turning ideas into financial returns, going well beyond ideation and new-product development to include such issues as portfolio and life-cycle management, organizational alignment, and demands on leaders. It discusses what works and what doesn't and the actions companies are taking to make innovation happen. Finally, the report offers pragmatic advice for individuals who want to make a difference in their organizations. Read more »
"Prahalad and Krishnan argue that to create value in a flattening world, companies must develop highly flexible innovation strategies that 'fold the future in.'
To do this, they must partner with truly global networks of partners and customersand rethink everything from their core capabilities to their corporate culture.
Prahalad's and Krishnan's book is a compelling roadmap for this next phase of globalization."
Craig Mundie, Chief Research and Strategy Officer, Microsoft. Find out more »
The Internet and new social-networking technologies are allowing companies and their customers to interact with unprecedented levels of richness. Some leading organizations are using this opportunity to draw customers into the heart of the product-development process...
This is the model of innovation as a convergence of like-minded parties.... Read more »
Have we been here before?
CEOs’ priorities, the experiences of leading organisations and emerging technology trends all suggest that by 2010 the world will be even more global and competitive than it is today. Firms will focus more sharply on what they do best, and they will enlist a growing diversity of specialised suppliers for the rest.
In this world, some outsourced services will become highly commoditised while others will be truly differentiating. Organisations will increasingly look outside their walls not just to reduce costs but for innovation – in processes, product and service differentiation – to free up resources, transform their businesses, and facilitate sustainable competitive advantage. As supply networks become more global and complex, winning will depend on transparency, trustworthiness, and reciprocity. In a word: collaboration. Read more »